Project Management Concepts Alliance Project Expansion

Question: Discuss about Project Management Concepts for A Case Study on Alliance project expansion to Singapore? Answer: Introduction The overall Alliance Project has entered a new phase of development though expansion with its sister group in Singapore. This project represents the companys critical step towards re-establishing their company as a dominant force in this modern global economy by expansion of their services to Singapore. In this particular context, the project strategy must obey the directions of the parent organization and business strategy. Therefore, the Project manager will utilize the strong leader strategy as it selects its direction by creating a strong independent culture and feeling on the importance of making the project successful. For the successful conduction of this project, the Project manager will undertake the seven essential strategies as firstly defining of project objectives along with identification of the stakeholders. The project manager will then develop a team for the project by identifying their capabilities and strengths with the use of Belbins theory for team development an d critical evaluations will be carried out on the available staff profiles. The development of team will lead to the estimation of costs and preparing the estimated timeline for the project. The development of the Network diagram will reflect the tasks that can be processed simultaneously with the allocation of resources. Besides preparing the plan and estimating the budget for the execution of this project, the Project manager will also involve in handling the unexpected problems during the entire project timeline. In Section 2 of this report, the recalculated costs, network diagram and Gantt chart for the project is presented that is changed due to the unexpected problems. In Section 3 of this project, the focus is on the reuse of elements from the existing system. Furthermore, this section describes about the approach that can be used of the reuse along with scheduling of Fagan inspections and producing a BPR rationale for the development of a Singaporean customer interface. Selection of Project Team using Belbins Team Role Model The Belbin team role model is designed to use the talents and personalities of team members. Thus, the Project manager will utilize the psychological diversity in the team to its fullest potential of the team to improve its performance by working together more effectively. Between team members there are big differences in style, attitude, temperament and personality. The Project manager utilizes the Belbin Team Role Model as it explains these differences and helps to build a team by analyzing their strengths, weaknesses and achievements. Belbin (2012) suggests that, by understanding the role of the members within a particular team, the Project manager can develop the strengths and manage the weaknesses as a team member, and so improve the way each member contribute to the team. The project manager uses the Belbin model to help create more balanced team for this particular project. This model has an important role to play in this particular project as there are staffs with similar wor k strengths and thus there may arise a competition between the members for the tasks and responsibilities that best suit their natural styles. Hence, with the utilization of this model the team can be developed as balanced to ensure that necessary team roles are covered and that potential behavioral tensions or weaknesses among the team member are addressed. A team must consist of different roles to achieve maximum performance. The nine roles are essentially complementary. They complement and reinforce each other, but they can also contradict and compete with each other. A team role says a lot about the style of work of a team member and comes from the personality of the individual. Now according to the team development theory of Belbin (2012), there are nine major roles that are described below considering the staffs available for the Alliance Project expansion to Singapore as Roles related to action Shaper: In this connection the Network Analyst is considered as the shaper who will break down the system details and locate the best methodologies for taking care of the issues too guarantees that every one of the potential outcomes are considered. Implementer: The implementers mostly transform the group's thoughts and ideas into commonsense activities and arrangements. In context to the Alliance project expansion to Singapore, the IT specialist and the Network specialist will be allocated as implementers as they have the potential to develop the software as well as network required for the project. Completer-Finisher: Completer-Finishers are the general population who see that tasks are finished altogether. Therefore, this role can be assigned to the Operations Expert and the Senior Analyst, as they will address the progress of the project according to the mentioned specifications. Roles associated with people Resource Investigator: Resource Investigators are imaginative and inquisitive. For the successful execution of this project within the estimated timeline, the Developer and the programmer will play this role, as they will explore the available options to present the perfect specifications required by the stakeholders involved with this project. Group specialist: Team Workers are the general population who give backing and ensure that individuals inside of the group are cooperating successfully. The Test engineer is the suitable person for performing this role in the project, as this person is capable to support both the software development team as well as network development team. Co-organizer: Coordinators are the ones who tackle the customary group pioneer part additionally regularly referred to as the executive. In this project, the Business Analyst will be the responsible person to execute the mentioned functionalities and coordinate the team members for the successful execution of the project. Roles oriented to thought Plant: The Plant is the imaginative pioneer who thinks of new thoughts and methodologies. For conduction of this project, the senior programmer will act as a Plant as this person has the capability to innovate new ideas into the software development as well as network development tasks related to the project. Monitor-Evaluator: Monitor-Evaluators are best at examining and assessing thoughts that other individual for the most part that the Plant indicates in the task. Henceforth, this part can be played by the Senior Analyst to investigate the thoughts that will be given by the senior software engineer. Specialists: Specialists are individuals who have particular learning that is expected to take care of business (Belbin 2012). In this context to the Alliance Project expansion to Singapore, there are three IT specialists and two Network specialists who will carry out the necessary arrangements with their skills and abilities for the successful execution of the project. Critical evaluation on the staff profiles In this project on the expansion venture of Alliance to Singapore, there are overall 22 staffs available to execute the tasks and they have various skills as well as experiences in their field of work. The team for the execution of the project comprises of 2 Business analyst, 2 Developers, 1 IT specialist, 1 Network specialist, 1 Operations expert, 2 Programmer, 1 Senior developer and 1 Senior programmer along with 1 Test Engineer. The most suitable staffs for the conduction of this project are as below Business Analyst: This person will be responsible for the strategic thinking in context to the requirements of the project as well as analyzing the business objectives of the organization involved with the project. There will be two Business analysts so the potential staffs are Ben Shneiderman with 6 Years experience and work quality scoring of 8 out of 10 along with Martin Heidegger, though this person has 1 year experience in field work but has a quality score of 8 out of 10. Developers: The developers will associate themselves with the development of the software module as well as network development by analysing the requirements for successful conduction of this project. In this project there will be two developers appointed so the suitable staffs are Bruno Latour with 12 years experience and work quality score of 8 along with Xristine Faulkner having 6 years experience and work quality score of 7 out of 10. IT specialist: This specialist will be focused towards the development of the software module and presenting new innovative ideas that can be helpful for resolving the issues arising in context to development functions in this project. Han Solo with 17 year experience and work quality score of 7 along with Manuel De Landa having two year experience with 6 work quality score are the potential staffs that can be allocated in this project. Network specialist: There will be only one specialist regarding network in this particular project for analyzing the network requirement and developing the network according to the specifications. The most capable staff in this context is John Dewey with 4-year experience and 8 work quality score that means this personality has the ability to perform the allocated duties in an appropriate manner. Operations Expert: In this expansion project to Singapore by Alliance, only one staff is capable to handle the operation of the various tasks. Tim Breners-Lee is the suitable person responsible for conducting the operational tasks related to the project with work quality score of 8 thus will contribute to the successful execution of the project. Programmer: The programmers are responsible for the coding part required to develop the software as well as network modules. These people will present the coding specifications for the development of the software. There will be two programmers in this project as Bootsy Collins having 13-year experience with quality score of 8 and Paul Dourish having 7 years experience and score of 8 regarding quality work as well as work behaviour. Senior Developer: There will be only one senior developer for this particular project and the most suitable person to hold this responsibility among the staffs is Michel Foucault having 7 years experience and a high work quality score and communication skills 9 out of 10. Senior Programmer: The senior programmer will be responsible for providing the new and innovative ideas as well as thoughts for the development of this project. In this project, there is only one person who is capable to conduct these operations as Nicolas Negroponte having 8 years experience and high work quality score of 8 and can operate well as a team worker. Test Engineer: The test engineer will be solely responsible for conducting the tests on the developed software or network modules associated in this project. The test engineer must have high quality work score as well as good communication skills. Hence, the suitable person to hold this responsibility is Gilles Deleuze having 1 year experience but with a work quality score of 7 and a very good performer as a team along with communication skills scoring 6 out of 10. Rationale to support the team selection This team in the project has been developed to successfully execute the project as in any project the team members have an important role to play for performing the various activities. The team is developed by evaluating the professional skills as well as assessing their quality of work and the other factors that present the capability of a person as a team member (Orchard et al. 2012). This team reflects diversity but at the same time, there will be a great collaboration among the team members as the best suitable person has been chosen after evaluating their various qualities as well as professional skills. Initial Estimated project cost The initial budget for the project with the various tasks is $190,712.00. The below figure reflects the cost information for all top-level tasks to present the projects cumulative cost and the cost per quarter. Figure 1: Total Cash Flow for the Project (Source: Created by Author) The total cost estimation is provided by calculating the costs associated with the various activities in the project. The top-level tasks costs are calculated to present the overall estimated cost as below: Figure 2: Costs associated with Top level tasks (Source: Created by Author) Critical rationale for the estimated cost The cost estimation is a crucial factor in almost any software development project. The estimated cost has been calculated taking into account the costs associated with the various top-level tasks, as this comprises of the various sub tasks that are carried out by the allocated resources (Kauffeld and Willenbrock 2012). This estimated budget for the whole project will represent the success of the project and will help to evaluate the various options that can be considered to complete the project within estimated time. This cost has been estimated with proper planning to make decisions for success of the project. Initial Network Diagram for the Project Figure 3: Network Diagram for the Project (Source: Created by Author) Explanation of the tasks and dependencies on the critical path Figure 4: Gantt chart representing Critical tasks (Source: Created by Author) The above figure represents the critical tasks along with the dependencies of the various tasks denoted by the predecessor column in which it is set to show that a task will start only after completion of the proviso task. In this context, the Initial design will take place only after Requirements gathering (Dorairaj, Noble and Malik 2012). The Design phase will be followed by Development phase. After the completion of Development, the Network Implementation will be carried out successively followed by Integration, Test Review and then moving towards the end of the project. In this Project, almost every task is Critical task as the resources available does not suffices with the estimated time for the completion of the tasks. Initial Gantt chart for the Project The Grant chart demonstrates the Work Schedule and time that will be required to finish the Project. It likewise indicates overcomes where the Project needs and ought to be concealed to finish the system inside evaluated course of events and additionally it portrays the Start and End of the Project and figures out if it will be conveyed on time or not. Figure 5: Initial Gantt chart for the Project (Source: Created by Author) Management of the unexpected problems as Project Manager Problems Week 2: The duration of task Software programming / coding has reduced to 15 days. Week 3: The timescale of Integration testing has increased to 12 days Week 4: Neither of the Networks Specialists is available due to a severe crisis in another project Week 5: Walter White and his contract has been terminated Week 6: Han Solo has passed away over the weekend Week 7: Bill Gates and Steve Wozniak leave the team to set up their own business Solutions Week 2: The Project manager will allocate more resources for the completion of the project within estimated timeline. Week 3: The Project manager can reduce the amount of resources allocated for this task. Week 4: The project manager will present the tasks allocated for the Network specialist to Douglas Adams. Week 5: The Project manager will have to find and allocate a new Network analyst for completion of the project within the estimated cost and timeline. Week 6: The Project manager will arrange the tasks accordingly scheduling one-day holiday for the team members to attend the funeral of Han Solo. Week 7: The departure of Bill Gates and Steve Wozniak will not have a significant impact on the project though the Project Manager will have to arrange the available Business analyst and senior analyst to perform additional duties. Rationale Week 2: The allocation of additional resources is required to achieve the success of the project within the estimated timeline. Week 3: The allocated resources can be reduced, as this task will be completed within estimated time due to increase in the duration. Week 4: Now Douglas Adams have been outsourced the tasks related to network specialist so the project manager will provide the necessary details to the dedicated person. Week 5: As Walter White and his contract have been terminated so the Project manager must find new resources for completion of the tasks. Week 6: The project manager can arrange a one-day extension on the tasks as Han solo was an important member in the team so it is essential to visit the ceremony. Week 7: The project manager will allocate the available resources to execute the various tasks associated with the people who have left the group as this project needs to be accomplished within the estimated timeline. Recalculation of the project costs, Network Diagram and Gantt chart Costs associated with the Project The costs associated to the project have reduced due to the necessary arrangements being made in the project schedule after the occurrence of unexpected problems. The overall budget for the project is presented as below: Figure 6: Recalculated Budget for the Project (Source: Created by Author) The costs involved in execution of the various tasks have also reduced as below: Figure 7: Recalculated Costs associated with various tasks (Source: Created by Author) Network Diagram for the Project Figure 8: Recalculated Network Diagram for the Project (Source: Created by Author) The overall duration of the project has increased to 74 days instead of 72 days. Gantt chart for the Project Figure 9: Recalculated Gantt chart of the Project (Source: Created by Author) The recalculated Gantt chart represents the tasks that have been changed is highlighted in yellow and the duration of overall project is now 74 days. Development technology used for the reuse of existing system In most engineering disciplines, frameworks are outlined by making existing segments that have been utilized as a part of different frameworks (Coulange 2012). Programming building has been more centered around unique advancement however, it is presently perceived that to accomplish better programming, even more rapidly and at lower cost, we have to receive a configuration process that depends on efficient programming reuse. Programming reuse is the procedure by which existing programming items are reused in another advancement exertion, for the most part with negligible adjustment. Like different cases of reuse, programming reuse looks to make new items utilizing beforehand created designs and parts. To finish this, the product space touches on angles like those portrayed in item improvement, area and application building by regularly making programming that are either components intended to be reused completely or sufficiently nonexclusive to be connected to concentrated cases. Int erestingly, regarding effectively reusing programming, Holmes and Walker (2012) contends that a product module must be called "reusable" on the off chance that it has been effectively reused. In this connection to the Alliance extension venture to Singapore, the advantages are considered to effectively introduce the budgetary terms despite the fact that these are not generally accessible, for example, the expense of building up the item without reuse. Reuse Approach to be used in this project Reuse is conceivable at a scope of levels from straightforward capacities to finish application frameworks (Mojica et al. 2014). Despite the fact that reuse is frequently just thought, as the reuse of framework segments, a wide range of ways to deal with reuse might be utilized. The most suitable approach comprises of the various techniques that can be adapted in context to this particular project is described as below: Application product lines An application sort is summed up around a typical design with the goal that it can be adjusted in various courses for various clients. COTS integration Frameworks are created by coordinating existing application frameworks. Configurable vertical applications A generic framework is composed so it can be arranged to the requirements of particular framework clients. Program libraries Class and capacity libraries actualizing usually utilized deliberations are accessible for reuse (Beringer Jonas and Kock 2013). Program generators A generator framework inserts learning of specific sorts of use and can create frameworks or framework sections in that area. Aspect-oriented software development Shared parts are woven into an application at better places when the system is gathered. Table 1: Reuse Approach for this Project Justification for the Approach This approach is the most suitable for reusing the existing systems in context to this project, as it will provide flexibility to the customers as well as Alliance while expanding their network to Singapore (Veryard 2014). In this approach the classes and library functions can be utilized for preparing the new system as well as the application product lines will define a particular application type around a common architecture so that it can be adapted in different ways for different customers. Required sections for a quality manual A Quality Manual gives the standard methodology to overseeing and conveying data innovation frameworks arrangements. The Quality System portrayed here applies to the administration and conveyance of data innovation frameworks arrangements. The extent of this Quality System will incorporate the outline, advancement, conveyance and upkeep of use programming (Kerzner 2013). The Quality Manual expresses the Quality Policy of this association, depicts the Quality System, recognizes the association's dedication to quality, and portrays the procedures included in the conveyance of frameworks arrangements, with cross-references to more definite data in the learning base. Hence, the major required sections that must be included in a quality manual are Quality System Framework comprising of Quality Policy, Quality Roles and Responsibilities, Quality System Reviews, Quality Manual Maintenance etc. The other sections are Life Cycle Activities, Quality Assurance, Project Control, Financial Report ing, Configuration Management, Purchasing and Training. Scheduling of Fagan Inspections A Fagan review is an organized procedure of attempting to discover imperfections being developed records, for example, programming code, details, outlines and others amid different periods of the product improvement process (Fagan 2001). Fagan Inspection characterizes a procedure as a specific action with a pre-indicated passage and way out criteria. In each action or operation for which section and leave criteria are determined Fagan Inspections can be utilized to approve if the yield of the procedure agrees to the way out criteria indicated for the procedure. Fagan Inspection utilizes a gathering survey technique used to assess yield of a given procedure. Programming investigations include cooperation and are composed by a mediator. Fagan (2001) states that the assessment will be effective if all colleagues assume out their parts completely all the while. In rundown, the accompanying assessment process parts are portrayed: Moderator: This is the key individual, for example, the Business Analyst will deal with the group and arrange the review process Author (planner or coder): The software engineer will deliver the system outline and might even make an interpretation of the configuration into code Reader: The Senior software engineer will summarize the outline or code amid the meeting (Doolan 1992) Tester: The Test specialist will survey the item from testing perspective Fagan's examination additionally comprises of six noteworthy strides to be taken after: Figure 10: Fagans Inspections Six steps (Source: Fagan 2001, pp. 335-360) Planning: An assessment group is framed and the parts are allotted to colleagues. Overview: A discretionary stage where the assessment group is educated about the item Preparation: Individual commentators assess the material freely. The assessment material might be a result of investigation, configuration, (for example, substance relationship charts, information stream graphs, state-move outlines or a content particular) or coding. The point of arrangement is to take in the material and to satisfy their doled out parts (Parr and Lopes 2013). Examination: It is likewise assembled review conference. The point of the meeting is not to examine or assess the arrangement but rather to discover and to pool the imperfections together. The mediator, who manages the meeting, takes notes and readies a rundown of imperfections (Marchewka 2014). Rework: The deformities, to be checked by the arbitrator, are amended by the creator. A few items must be improved and re-assessed a few times if fundamental. Follow-up: The mediator checks and confirms every remedy. BPR rationale for the development of a Singaporean customer interface BPR has been widely adopted by private businesses and has been a focus of research since the 1990s. The development of a Singaporean customer interface will attract more local customers who will be able to utilize the Alliance services in their native language and in this manner, there will expansion of their services in Singapore (Heagney 2012). The Singaporean customer interface will provide the customers with feasibility and flexibility to utilize the services. The old interface did not have the accessibility to local languages it only consisted of the global languages. This will lead to popularity among the local people and increased awareness to utilize their services all over Singapore. This development of Singaporean Customer interface will provide Alliance with an added advantage to spread their business in Singapore and there will be no requirement to spare additional resources to assist the customers due to language problems. Conclusion Project management techniques expect different limits as far as its key store necessities, arranging aptitudes, association instruments and venture administration capacities. The focal center and accentuation of the administration methodology is consummation of the venture inside of the time scale utilizing the restricted assets and the budgetary imperatives. The examination point of this study was to decide the real effects of frameworks for IT-based undertaking administration data upon task supervisors and venture execution. Even more particularly, one target was to recognize the principle determinants of undertaking administration ideas and decide the degree to which these frameworks help venture supervisors as far as expanded effectiveness, profitability and proficiency. Another target was to show signs of improvement comprehension of the commitment of these frameworks to the achievement of activities. Taking after the finishes of past examination that achievement models for unde rtaking administration ought to keep on being accepted and tested, the aftereffects of this exploration demonstrate that the utilization of a task administration data framework is truth be told profitable to venture supervisors. Enhancements in adequacy and proficiency in administrative errands were seen here as far as better venture arranging, planning, observing, and control. Upgrades in efficiency were additionally seen as far as choice making. References Belbin, R.M., 2012.Management teams. Routledge. Belbin, R.M., 2012.Team roles at work. Routledge. Beringer, C., Jonas, D. and Kock, A., 2013. Behavior of internal stakeholders in project portfolio management and its impact on success.International Journal of Project Management,31(6), pp.830-846. Burke, R., 2013.Project management: planning and control techniques. New Jersey, USA. Canils, M.C. and Bakens, R.J., 2012. The effects of Project Management Information Systems on decision making in a multi project environment.International Journal of Project Management,30(2), pp.162-175. Coulange, B., 2012.Software reuse. Springer Science Business Media. Cummings, T. and Worley, C., 2014.Organization development and change. Cengage learning. Doolan, E.P., 1992. Experience with Fagan's inspection method.Software: Practice and Experience,22(2), pp.173-182. Dorairaj, S., Noble, J. and Malik, P., 2012. Understanding team dynamics in distributed Agile software development. InAgile Processes in Software Engineering and Extreme Programming(pp. 47-61). Springer Berlin Heidelberg. Fagan, M.E., 2001. Advances in software inspections. InPioneers and Their Contributions to Software Engineering(pp. 335-360). Springer Berlin Heidelberg. Fukuda-Parr, S. and Lopes, C. eds., 2013.Capacity for development: new solutions to old problems. Routledge. Heagney, J., 2012.Fundamentals of project management. AMACOM Div American Mgmt Assn. Bibliography Heldman, K., 2013.PMP: project management professional exam study guide. John Wiley Sons. Hill, G.M., 2013.The complete project management office handbook. CRC Press. Holmes, R. and Walker, R.J., 2012. Systematizing pragmatic software reuse.ACM Transactions on Software Engineering and Methodology (TOSEM),21(4), p.20. Kauffeld, S. and Lehmann-Willenbrock, N., 2012. Meetings matter effects of team meetings on team and organizational success.Small Group Research,43(2), pp.130-158. Kerzner, H.R., 2013.Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Leach, L.P., 2014.Critical chain project management. Artech House. Lientz, B. and Rea, K., 2012.International project management. Routledge. Lock, D., Taylor, T., Funk, D. and Darcy, S., 2012. Exploring the development of team identification.Journal of Sport Management,26(4), pp.283-294. Marchewka, J.T., 2014.Information technology project management. John Wiley Sons. Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success.International Journal of Project Management,32(2), pp.202-217. Mojica, I.J., Adams, B., Nagappan, M., Dienst, S., Berger, T. and Hassan, A.E., 2014. A large-scale empirical study on software reuse in mobile apps.Software, IEEE,31(2), pp.78-86. Morris, P.W., 2013.Reconstructing project management. John Wiley Sons. Orchard, C.A., King, G.A., Khalili, H. and Bezzina, M.B., 2012. Assessment of interprofessional team collaboration scale (AITCS): development and testing of the instrument.Journal of continuing education in the Health Professions,32(1), pp.58-67. Pelegrini Morita, P. and Marie Burns, C., 2014. Trust tokens in team development.Team Performance Management,20(1/2), pp.39-64. Phillips, J., 2013.PMP, Project Management Professional (Certification Study Guides). McGraw-Hill Osborne Media. 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Ethical Communication for the Business for Procedure Change

Question: Discuss about theEthical Communication for the Businessfor Procedure Change. Answer: Team communication is important enough for gaining competencies by cooperation, regardless of the group taking advancement, procedure change, or arranging any other function. The purpose is to guarantee an ability to create relations, and focusing on developing new thoughts and advantage among the team through training and development. Successful groups need to function together and the group cohesiveness relies upon building solid connections among them (Hartman, et al 2014). This is done by the group who will work by combining the efforts to fulfil its objectives. Every team thereby undergoes an advanced level of values and in the long run, performing, as indicated. Exploring through these stages adequately will enable groups to construct connections (Leathers and Eaves, 2015). The group relational abilities create adequate possibility that smart thoughts and best practices will share straightforwardly. Team members can be unwilling to give contribution due to a fear of being conde mned or expelled. Teams can build up an open, positive and steady condition among teams is in a better position to understand (Lower, Duesing and Beadles, 2014). An effective group communication can improve both the individual and the expert. Team works effectively by the training and sharing knowledge of the group. This is a positive and good example propagating effective team communication and enhances relational abilities. An effectual relational ability can likewise help team mates in figuring out positive ways. This can be done by figuring out the struggle in positive ways in order to manage the organization. It is important for the team mates to create trust. Appropriately, individuals must impart more clarity than the regular day to day existence (Manuti, et al 2015). There must be trustworthiness among the group, since maintenance of reality could harm the teams morality. The team mates have to share information and passion between each other. This takes into account and add s up to trust between the team-mates (McDowell, 2011). Research has discovered that at least three individuals cooperating on a task are considerably more viable than an individual investing the greater part of his energy doing likewise(Hatch and Cunliffe,2013). Be that as it may, without communication the three or more colleagues can be as unsuccessful as while the task can fail. Team that focus on imparting knowledge are more proficient than others (Neuliep, 2014). They are additionally precise in their work than others. Powerful communication likewise permits teams to comprehend their parts of every other person on the group. It furthermore gives space for understanding among the members for what should be completed. Groups that neglect to communicate viably end up losing effectiveness. By doing this activity one can work in cooperation with a view of gaining organizational growth (Samovar ET al2014). This additionally helps in matching up with the identities. It is an important parameter that helps in gathering information between in dividuals. Team members neglect to impart successfully end up not understanding what makes them more proficient. It is managed in light of the fact while neglecting input. Research demonstrates that an effective communication, with a better hierarchal ability helps in gathering the most elevated goals. All these elements have a great impact on the growth and development of the team. A group is formed when people with a similar objective meet up to share their ideas. They act as a supplement between each other to meet competencies. Communication hence derives an effective place in an organization. It derives the best part from the employee and provide with an effective organizational goals (Ulmer, et al 2013). A team leader in this situation has a commitment regarding each and every team member. It is the responsibility of the group to assign duties according to the strategy and specializations of the members without forcing things on them. In an organization, Verbal communication ca n sometime create misconceptions and disarrays. It is constantly important to communicate for better understanding. Communication is important to circulate information in an effective setup. It is further recommended that the team members should not try to send people independently in order to seek something from them (Weiss, 2014). Along these lines they have a tendency to meddle in each other's work, in order to discover information. This ought to be mentioned in each of the member in the team. While communicating such an act helps in managing interest in discourses, along these lines that inspires the other group members. Communication is vital for an organization while sharing information with the other team members. For the reason, there is a necessity of a board room or an appropriate place to discuss the issue. It is constantly better to discuss the issue openly while gathering information uninhibitedly. The team meetings ought to be arranged well ahead of time in order to me et the organizational objective. There should be an appropriate setting of goals in order to match up with the organizational expectations. The speaker should take proper measures to mention his points deliberately. It is important to convey a remark that is essential for an organization in order to focus for future reference. Disarrays and mistaken assumptions are invalidated along these lines. The primary objective and the goal of the group are to set the target in front. Each worker ought to contribute similarly and give his significant sources of information. The team must not fight among themselves and should try to reach to a conclusion in a most appropriate way. The objective must be exceptionally all around imparted to all the team mates and they should be clear from the earliest starting point what they should do to keep away from issues later (Young, et al 2015). The objective can never be accomplished unless and until the point is shared in an effective way. For gaining t he organizational competencies, it is the most evident function necessary to gain knowledge. However, it is evident to work unless and until the point that it is actualized in the right way. The procedures, techniques, ideas not conveyed in the right way can prompt extreme perplexities and have antagonistic impacts. The choices, considerations, procedures must be imparted to every last team member. One ought not play with words or pass on just a large portion of the data. Groups must not be excessively muddled with a straightforward chain of importance where the subordinates have a simple access to their group member. Approaches and methodologies must be made keeping in mind each and everybody's proposals and ought to be imparted in a successful way. Each individual ought to have the flexibility to talk. The team leader must ensure that the members are not keeping things inside themselves. In the event, it is important to manage the event at the first place without any delay. It is important to be cooperative with the fellow team members by not yelling up or scrutinizing him. There should be a proper understanding to ignore the errors in a well mannered yet persuading way(Landy and Conte, 2016). In the event it is important to talk about the activity in the simpler way. Mutual cooperation among the team members is important to coordinate the functions in an effective way. This is followed in order to convey the message in the appropriate way rather than finding the inappropriate solution (Fearn-Banks, 2016). An effective team attitude is important for an organization in order to accomplish its objectives. Each representative, from the team, must have a decent hard working attitude to stay with the working at its pinnacle. A hard working attitude is an arrangement of good principals a worker utilizes as a part of his activity(Carnevale and Smith, 2013). Certain components meet up to make an effective working attitude. Ethics communication and team work are important for an organization in meeting desired objectives. Honest attitude in a team extends to all parts of a representative's activity. A worker with ethical values encourages customers, colleagues and administrators to work efficiently (Goetsch and Davis, 2014). Team-members esteem the worker's capacity to give genuine criticism. The team leader decision is based on the organizational benchmark in order to gain effectiveness. A better organizational awareness of other's expectations influences how a member functions. At the point w hen the member feels by the ethical decision made by the team to undertake the best of their capacity (Elango, et al 2010). There are some employees who do only the bare minimum, just enough to keep their job intact. Employees with an intact attitude towards the work think about the nature of the job. They do their best to gain better result through their work. An individual with a high level of ethical value is highly focused towards the job. This act helps in regard with the fellow members and enables smooth functioning (Carroll, 2015). Quality, ethics and morals involve an agreement of rule that exemplify the principles or determine the direct responsibility of each individual in the organization. It is a never-ending supply of standards for what practices are suitable and expected from the employees (Dodge, 2015). They form to be an important part to an organizational success. An arrangement and strategy must be recorded and set up to implement the organization esteems. It is vi tal to impart organisational value to all the employees (Barak, 2016; Credo, Armenakis, Field, and Young, 2010). Advancing great moral practices among representatives and team-members is important to keep up and energize great principles in the working environment. Characterized working environment morals help representatives to comprehend and receive qualities, ethics and morals inside the working environment. The whole workforce ought to be believed to live by organization's esteems, influencing the qualities to some portion of all that they do (Carnevale and Smith, 2013).Organization esteems are the absolute most essential issue for business pioneers in the real world. Multinational organizations assume a part in forming out the reality in coordination with the society. There is a necessity of Conveying important communication by using an effective technology (Audi, 2009). To conclude, an effectual approach to improve an ethical communication in the organization is through a statement of purpose. The statement of purpose is intended to feature the coordination in between the organization and its objectives. The statement of purpose works in conjunction with the set of principles and the vision proclamation of the organization. There must be harmony among these three parts of the organization. They must be more than words written in an employee handbook. Communication and ethics begin at the best and balance the employee relationship. All workers have to be held in a similar way as required in the organization. Considering running a progressing effort that advances ethical conduct in the work place, for example, week by week employees gatherings where extraordinary workers are compensated for their endeavours. The statement of purpose is a portrayal of the objectives and systems of the business. In this way it ought to associate the methodologies and ob jectives into a working arrangement for the organization. This implies that there should be care, civility and appreciation. The state of mind and the activities of the employees help them in working efficiently. The most ideal approach to ensure that the employees are acting in like manner is to ensure that the employees and the other individuals share communication and ethical values to gain the purpose. The vision proclamation assesses the organization at that point as long as with regards to the coveted goal of vision and quality. This incorporates the organization's value ethics and morals References Audi, R., 2009.Business ethics and ethical business(p. 21). New York: Oxford University Press. Barak, M.E.M., 2016.Managing diversity: Toward a globally inclusive workplace. Sage Publications. Barclay, J., 2014.Conscious Culture: How to Build a High Performing Workplace through Leadership, Values, and Ethics. Morgan James Publishing. Carnevale, A.P. and Smith, N., 2013. Workplace basics: the skills employees need and employers want. Carroll, C.E., 2015.The handbook of communication and corporate reputation(Vol. 49). John Wiley Sons. Credo, K.R., Armenakis, A.A., Feild, H.S. and Young, R.L., 2010. Organizational ethics, leader-member exchange, and organizational support: Relationships with workplace safety.Journal of Leadership Organizational Studies,17(4), pp.325-334. Dodge, A. ed., 2015.Public relations: Strategies and tactics. New York, NY: Pearson. Elango, B., Paul, K., Kundu, S.K. and Paudel, S.K., 2010. Organizational ethics, individual ethics, and ethical intentions in international decision-making.Journal of Business Ethics,97(4), pp.543-561. Fearn-Banks, K., 2016.Crisis communications: A casebook approach. Routledge. Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Hartman, L.P., DesJardins, J.R., MacDonald, C. and Hartman, L.P., 2014.Business ethics: Decision making for personal integrity and social responsibility. New York: McGraw-Hill. Hatch, M.J. and Cunliffe, A.L., 2013.Organization theory: modern, symbolic and postmodern perspectives. Oxford university press. Landy, F.J. and Conte, J.M., 2016.Work in the 21st Century, Binder Ready Version: An Introduction to Industrial and Organizational Psychology. John Wiley Sons. Leathers, D.G. and Eaves, M., 2015.Successful nonverbal communication: Principles and applications. Routledge. Lowery, C.M., Duesing, R.J. and Beadles II, N.A., 2014. A Research Note on the Relationships among Spirituality, Contextual Variables, and Perceptions of Ethics in the Workplace.Journal of Managerial Issues,26(4), p.408. Manuti, A., Pastore, S., Scardigno, A.F., Giancaspro, M.L. and Morciano, D., 2015. Formal and informal learning in the workplace: a research review.International Journal of Training and Development,19(1), pp.1-17. McDowell, L., 2011.Working bodies: Interactive service employment and workplace identities(Vol. 61). John Wiley Sons. Neuliep, J.W., 2014.Intercultural communication: A contextual approach. Sage Publications. Samovar, L.A., Porter, R.E., McDaniel, E.R. and Roy, C.S., 2014.Intercultural communication: A reader. Cengage Learning. Ulmer, R.R., Sellnow, T.L. and Seeger, M.W., 2013.Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Weiss, J.W., 2014.Business ethics: A stakeholder and issues management approach. Berrett-Koehler Publishers. Young, W., Davis, M., McNeill, I.M., Malhotra, B., Russell, S., Unsworth, K. and Clegg, C.W., 2015. Changing behaviour: successful environmental programmes in the workplace.Business Strategy and the Environment,24(8), pp.689-703.

20th Century Memoirs free essay sample

An examination of two memoirs which focus on the life of Americans during their adolescent years. This paper details two writings that of Margaret Meades Coming of Age in Samoa as well as Whittaker Chamberss Witness. These two memoirs show different sides of America and Americans. Meades Coming of Age speaks of a time when she was in Samoa studying adolescent children and trying to figure out why American children seem to have such rough childhoods, while Chamberss Witness tells a tale of his adventures as a soviet spy in the 1930s. The first part of this paper examines some of the reasons which make Margaret Meades Coming of Age in Samoa a less effective piece of persuasion, while the second part of this paper examines some of the reasons that Whittaker Chamberss Witness is a compelling memoir composition. Memoirs are effective forms of writing to use for a number of reasons. We will write a custom essay sample on 20th Century Memoirs or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page As a 20th Century American, one can look upon memoirs as both a telling of a time past and a time present; memoirs show a piece of our history, and thus by extension a piece of ones own identity as an American. A less effective form of writing is that of social science argumentation, which asks us to believe various results of tests, polls, and studies. While an effective means of persuasion, it is not quite as stirring as that of the simple memoir, or story of our own people.

7 Workplace Tips For Getting a Promotion

7 Workplace Tips For Getting a Promotion Getting a promotion is often a matter of taking the right strategy. Here are a few workplace tips that will make sure you stay at the top of your game at the office and beyond.Dont flaunt your latenessOkay, so you’re running a few minutes late. No big deal. But if you’re running a few minutes late because you wanted to stop at Starbucks and there was a huge line? Problem. Whatever your reason for swanning in tardy, don’t come in with a cup of freshly purchased coffee in your hand.Watch your email toneYou think you’re being professional, but your client is persnickety. Or even if they aren’t- you just want to double check. Reread your email to yourself out loud in the snarkiest, most sarcastic tone possible. Still pass muster? Send away. But if you noticed any red flags where even you would see yourself getting offended, it might be prudent to rephrase.Coworkers stealing your pens?Be super devious and buy a bunch of red (refillable) pens and a bunch of blue ink cartridge refills. (This only works with a brand that has the same model pen in both colors, but it’s a great cheat.) Then put the blue cartridges in the red pens. No one ever â€Å"borrows† a red pen. You’ll never find yourself at your desk without a pen again!Coworkers asking for money for their kids?You know the drill. â€Å"My kid is selling ____ for ______.† Or worse! â€Å"My kid is raising money for the ________.† Instead of coughing up money to your coworker, give them your phone number and ask that their kids call you themselves, any time after 6pm. You won’t get many phone calls. And the kids that do call will have learned to put in the extra work.Coworkers stealing your milk?Put your milk in a jar or other container you’ve brought from home. No one is going to open up the fridge and take your milk if it isn’t in a recognizable milk container. They won’t know how long it’s been in there, for one, and for two? It could come from a sheep or a human or something- hardly worth the risk. You’ll drink your milk in peace.Pay your  job search forwardAs soon as you get hired at one job, copy and save the job description to a running file you store on your personal computer. When it comes time to update your resume and job search, you’ll be very glad you have it.Strike a poseBefore that big presentation, meeting, or interview, take two minutes in the privacy of the restroom or your car and strike a power pose. Hold that power in your body and your face and then walk in with your head held high. Even if you get nervous, your body will remember how you felt going in.flair:Careers Work

Discussion Assignment Example | Topics and Well Written Essays - 250 words - 4

Discussion - Assignment Example In this context, power exists in three phases i.e. coercive, reward, and legitimate. In the same way power is often realized when somebody in the organization or military setting has knowledge or ability in a given area over the rest of the people. In a way, the other people depend on such knowledge and this creates a sense of power in the person. Similarly, the ownership of valuable information in a given field is normally a direct source of power that is often exercised by many people. In most situations, it is often realized that power emanates from actions that are geared towards the five bases of power. These include reward, coercive, legitimate, and expert and referent power. Actions in these respects are normally very important sources of power and people are often drawn into situations of influence over the rest. In any case, the extent to which somebody exercises their power and influence over the rest is normally the most important parameter in the context of power dynamics. Power can always be used wrongly by certain people if structures are not in place to control such power. In the same way power has always been used effectively by other people create positive

Comparison Analysis Of George Seurat, Sunday Afternoon On The Island Essay

Comparison Analysis Of George Seurat, Sunday Afternoon On The Island Of The Grande Jatte, 1886, And Paul Gauguin, The Day Of The Gods, 1894 - Essay Example The essay "George Seurat and Paul Gauguin paintings" discovers two famous paintings, Paul Gauguin’s The Day of the Gods and George Seurat’s Sunday Afternoon. The paintings both depict the cultural gathering that a body of water can evoke. However, the gathering within the work of Seurat is defined by the formal and modest visage of the 19th century while Gauguin’s work reveals the naturalistic culture of Tahiti. The two pieces allow the viewer a distinct opportunity to see a transition between one form of painting to the next. The style of painting that George Seurat is most known for is that of pointillism. Pointillism is defined by a technique of applying paint where the artist uses small dots of color to shade and move the eye as if to create actually rounded and formed figures. The eyes create the illusion of the image as the tiny dots are blended, revealing the imagery through a trick of the eye. To look at a pointillist painting up close is to see nothing b ut a mass of dots, but when one stands back, the dots combine to create the intended imagery. Seurat had a tremendous scientific interest in the way in which they eye sees color. In the 1880’s, Seurat and Paul Signet developed pointillism as a way of stretching the scientific theories of the visually representation reinterpreted through specific, rigid rules of application. Pointillism is defined by paint that is not mixed on a palate; use of primary colors; individual dots or points of color; brushstrokes that are carefully place.

Foundations Of Organization Structure

Foundations Of Organization Structure (b; Easy; p. 452-453) 4. The degree to which tasks are subdivided into separate jobs is termed: a. departmentalization.b. decentralization. c. work specialization. d. structure.(c; Moderate; p. 452-453) 5. In the late 1940s, most manufacturing jobs in industrialized countries were being done with high: a. departmentalization. b. decentralization. c. work specialization. d. structuralization. (c; Moderate; p. 453) 6. For much of the first half of the 20th century, managers viewed _____ as an unending source of increased productivity. a. departmentalization b. formalization c. work specialization d. automation (c; Moderate; p. 454) 7. Which one of the following components of organizational structure specifically defines where decisions are made? a. complexity/simplicity b. formalization/informalization c. centralization/decentralization d. specialization/enlargement (c; Moderate; Exh 15-1; p. 453) 8. The basis by which jobs are grouped together is termed: a. departmentalization. b. bureaucracy. c. specialization. d. centralization. (a; Easy; Exh. 15-1; p. 453) 9. Grouping jobs on the basis of function, product, geography, process, or customer is a form of: a. departmentalization. b. specialization. c. centralization. d. bureaucracy. (a; Moderate; p. 454) 10. One of the most popular ways to group activities is by: a. product. b. function. c. geography. d. process. (b; Challenging; p. 454) 11. Proctor Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an example of departmentalization by: a. function. b. process. c. geography. d. product. (d; Easy; p. 455) 12. A plant manager who organizes the plant by separating engineering, accounting, manufacturing, personnel, and purchasing into departments is practicing _____ departmentalization. a. target customer b. product c. functional d. geographic (c; Moderate; p. 454) 13. _____ departmentalization achieves economies of scale by placing people with common skills and orientations into common units. a. Functional b. Process c. Product d. Geographic (a; Moderate; p. 454) 14. At an Alcoa aluminum tubing plant in New York, production is organized into five departments: casting; press; tubing; finishing; and inspecting; packing; and shipping. This is a. functional departmentalization. b. process departmentalization. c. product departmentalization. d. none of the above. (b; Moderate; p. 455) 15. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed: a. chain of command. b. authority. c. span of control. d. unity of command. (a; Moderate; p. 456) 16. The right inherent in a managerial position to give orders and expect orders to be obeyed is termed: a. chain of command. b. authority. c. power. d. unity of command. (b; Moderate; p. 456) 17. The _____ principle helps preserve the concept of an unbroken line of authority. a. span of control b. chain of command c. unity of command d. centralization (c; Moderate; p. 456) 18. The _____ principle states that a person should have one and only one superior to whom he or she is directly responsible. a. span of control b. chain of command c. unity of command d. authority (c; Moderate; p. 456) 19. The _____ refers to the number of subordinates a manager can efficiently and effectively direct. a. span of control b. unity of command c. chain of command d. decentralization principle (a; Moderate; p. 456) 20. Which of the following is a drawback of a narrow span of control? a. It reduces effectiveness. b. It is more efficient. c. It encourages overly tight supervision and discourages employee autonomy. d. It empowers employees. (c; Challenging; p. 457) 21. Which of the following is not a drawback of a narrow span of control? It is expensive. It makes vertical communication in the organization more complex. Supervisors may loose control of their employees. It encourages overly tight supervision. (c; Challenging; p. 457) 22. The trend in recent years has been toward: narrower spans of control. wider spans of control. a span of control of four. an ideal span of control of six to eight. (b; Moderate; p. 457) 23. If you have a narrow span of control, you have a(n) _____ organization. efficient short tall matrix (c; Moderate; p. 457) 24. _____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get closer to customers, and empower employees. Wider spans of control Narrower spans of control Matrix structures Simple structures (a; Moderate; p. 457) 25. The best definition for centralization is: decision making is pushed down to lower level employees. decision making is concentrated at a single point in the organization. decision making depends on the situation. decision making is done in each department and then sent to the president for the final decision. (b; Moderate; p. 458) 26. In an organization that has high centralization: a. the corporate headquarters is located centrally to branch offices. b. all top level officials are located within the same geographic area. c. top managers make all the decisions and lower level managers merely carry out directions. d. action can be taken more quickly to solve problems. (c; Moderate; p. 457-458) 27. The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more _____ there is. a. centralization b. decentralization c. work specialization d. departmentalization (b; Moderate; p. 458) 28. If a job is highly formalized, it would not include which of the following? a. clearly defined procedures on work processes b. explicit job description c. high employee job discretion d. a large number of organizational rules (c; Moderate; p. 458) 29. Explicit job descriptions, lots of rules, and clearly defined procedures concerning work processes are consistent with: a. high formalization. b. high specialization. c. high centralization. d. bureaucracy. (a; Moderate; p. 458) 30. Employee discretion is inversely related to: a. complexity. b. standardization. c. specialization. d. departmentalization. (b; Challenging; p. 458-459) Common Organizational Designs 31. Which of the following is not a common organizational design? simple structure bureaucracy centralized structure matrix structure (c; Moderate; p. 459) 32. The _____ is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization. a. bureaucracy b. matrix organization c. simple structure d. team structure (c; Moderate; p. 460) 33. Which one of the following is consistent with a simple structure? a. high centralization b. high horizontal differentiation c. high employee discretion d. standardization (a; Moderate; p. 460) 34. The ____ is a flat organization. bureaucracy centralized structure matrix structure none of the above (d; Moderate; p. 460) 35. Simple structures are characterized by: a. shared authority. b. a narrow span of control. c. standardization. d. a low degree of departmentalization. (d; Moderate; p. 460) 36. This is most widely practiced in small businesses. simple structure standardization centralized structure span of control (a; Easy; p. 460) 37. The bureaucracy is characterized by all of the following except: a. highly routine operating tasks. b. formalized rules and regulations. c. tasks that are grouped into functional departments. d. decentralized decision making. (d; Moderate; p. 461) 38. The key underlying all bureaucracies is: a. flexibility. b. standardization. c. dual lines of authority. d. wide span of control. (b; Easy; p. 460) 39. The ____ is characterized by highly routine operating tasks achieved through specialization. simple structure bureaucracy centralized structure matrix structure (b; Moderate; p. 461) 40. The strength of the simple structure lies in its: efficiency. simplicity. centralization. span of control. (b; Easy; p. 460) 41. Which of the following is not a weakness of the simple structure? It is risky. information overload There is little unity of command. slower decision making (c; Moderate; p. 460) 42. The structure that creates dual lines of authority and combines functional and product departmentalization is the: a. organizational structure. b. bureaucracy. c. matrix structure. d. virtual organization. (c; Moderate; p. 462) 43. The matrix structure combines which two forms of departmentalization? a. process and functional b. functional and product c. product and process d. none of the above (b; Challenging; p. 462) 44. The _____ violates the unity of command concept. a. simple structure b. virtual structure c. matrix structure d. team structure (c; Challenging; p. 462) 45. Which one of the following problems is most likely to occur in a matrix structure? a. decreased response to environmental change b. decreased employee motivation c. loss of economies of scale d. employees receiving conflicting directives (d; Moderate; p. 463) 46. The strength of the matrix structure is its: a. ability to facilitate coordination. b. economies of scale. c. adherence to chain of command. d. standardization. (a; Moderate; p. 463) 47. The major disadvantage of the matrix structure is: a. the confusion it creates. b. its propensity to foster power struggles. c. the stress it places on individuals. d. all of the above (d; Challenging; p. 463) New Design Options 48. The primary characteristics of the _____ structure are that it breaks down departmental barriers and decentralizes decision making to the level of the work team. a. virtual b. team c. boundaryless d. organizational (b; Moderate; p. 463-464) 49. In larger organizations, the team structure complements what is typically a: virtual organization. bureaucracy. formal structure. boundaryless organization. (b; Challenging; p. 464) 50. A small, core organization that outsources major business functions is the _____ organization. a. team b. virtual c. boundaryless d. matrix (b; Moderate; p. 464) 51. The ____ is also called the network or modular organization. virtual organization team structure pyramid boundaryless organization (a; Moderate; p. 464) 52. The prototype of the virtual structure is todays: appliance manufacturers. movie-making organizations. fast-food restaurants. software companies. (b; Challenging; p. 464) 53. The major advantage of the virtual organization is its: a. control. b. predictability. c. flexibility. d. empowerment. (c; Moderate; p. 465) 54. The _____ organization stands in sharp contrast to the typical bureaucracy that has many vertical levels of management and where control is sought through ownership. a. virtual b. team c. limitless d. matrix (a; Moderate; p. 465) 55. The boundaryless organization relies heavily on: information technology. functional and product departmentalization. the simple structure. none of the above. (a; Moderate; p. 466) 56. An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams is the: a. virtual organization. b. boundaryless organization. c. matrix organization. d. team structure. (b; Moderate; p. 466) 57. The one common technological thread that makes the boundaryless organization possible is: a. reengineering. b. MBAs. c. networked computers. d. mainframes. (c; Moderate; p. 468) Why Do Structures Differ? 58. The _____ is a structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization. a. mechanistic model b. organic model c. traditional model d. bureaucracy organization (a; Moderate; p. 468) 59. Which of the following is not a characteristic of a mechanistic structure? a. extensive departmentalization b. high formalization c. limited information network d. flexibility (d; Easy; p. 468) 60. If there is low formalization, a comprehensive information network, and high participation in decision making, one would expect a(n): a. simple structure. b. mechanistic structure. c. organic structure. d. stable structure. (c; Challenging; p. 468-469) 61. All of the following are characteristics of the organic model except: a. cross-functional teams. b. cross-departmentalization. c. cross-hierarchical teams. d. high participation. (b; Moderate; p. 468-469) 62. Which of the following is not a determinant of an organizations structure? strategy organization size innovation technology (c; Moderate; p. 469-472) 63. Changes in corporate strategy precede and lead to: a. changes in the environment. b. better communication. c. increased productivity. d. changes in an organizations structure. (d; Challenging; p. 469) 64. A strategy that emphasizes the introduction of major new products and services is a(n) _____ strategy. a. innovation b. enhancement c. progressive d. organic (a; Moderate; p. 469) 65. The innovation strategy is characterized by: a. unorthodox structures. b. a mixture of loose with tight properties. c. low specialization and low formalization. d. high technology. (c; Moderate; p. 469) 66. _____ refers to how an organization transfers its inputs into outputs. Production Technology Operations Process (b; Challenging; p. 470) 67. Which of the following is not part of the organizations environment? public pressure groups customers technology competitors (c; Moderate; p. 471) 68. The _____ of an environment refers to the degree to which it can support growth. a. capacity b. qualifications c. potential d. capability (a; Moderate; p. 472) 69. _____ refers to the degree of instability of an environment. a. Instability b. Volatility c. Irregularity d. Unpredictability (b; Moderate; p. 472) 70. Three key dimensions to any organizations environment have been found. Which of the following is not one of these key dimensions? a. volatility b. capability c. complexity d. capacity (b; Moderate; p. 472) 71. The _____ of an environment refers to the degree of heterogeneity and concentration among environmental elements. a. density b. simplicity c. complexity d. intricacy (c; Moderate; p. 472) Organization Designs and Employee Behavior 72. Which of the following generalizations about organizational structures and employee performance and satisfaction is most true? a. There is fairly strong evidence linking decentralization and job satisfaction. b. It is probably safe to say that no evidence supports a relationship between span of control and employee performance. c. The evidence generally indicates that work specialization contributes to lower employee productivity. d. No one wants work that makes minimal intellectual demands and is routine. (b; Challenging; p. 474) 73. There is research evidence to suggest that: a. employees with high self-esteem are more satisfied with decentralized organizations. b. a managers job satisfaction increases along with the number of employees he or she supervises c. centralized organizations tend to have more satisfied employees. d. a managers job satisfaction is inversely related to the number of employees he or she supervises (b; Challenging; p. 474) TRUE/FALSE 74. Organizations have different structures, but the structure has little bearing on employee attitudes and behavior. (False; Easy; p. 452) What is Organizational Structure? 75. Specialization defines how job tasks are formally defined, grouped, and coordinated. (False; Moderate; p. 452) 76. Managers need to address six key elements when they design their organizations structure: work specialization, departmentalization, chain of command, chain of control, centralization and decentralization, and formalization. (False; Challenging; p. 452) 77. The degree to which tasks in the organization are subdivided into separate jobs is termed departmentalization. (False; Moderate; p. 452-453) 78. Work specialization and division of labor are the same thing. (True; Easy; p. 452-453) 79. Work specialization may result in employee boredom, stress, and absenteeism. (True; Easy; p. 454) 80. For much of the first half of this century, managers viewed departmentalization as an unending source of increased productivity. (False; Moderate; p. 454) 81. The strength of functional departmentalization is putting similar specialists together. (True; Moderate; p. 454) 82. Only one form of departmentalization can effectively be implemented in an organization at a time. (False; Moderate; p. 455) 83. The inherent right in a managerial position to give orders and expect the orders to be obeyed is termed power. (False; Moderate; p. 456) 84. Departmentalization answers questions for employee such as To whom do I go if I have a problem? (False; Moderate; p. 456) 85. The unbroken line of authority that extends from the top of the organization to the lowest echelon is termed the command line of authority. (False; Easy; p. 456) 86. The principle of unity of command suggests that managers should support one another. (False; Easy; p. 456) 87. The trend in recent years has been toward wider spans of control. (True; Easy; p. 457) 88. Span of command determines the number of levels and managers an organization has. (False; Moderate; p. 456) 89. All things being equal, the wider or larger the span, the more profitable the organization. (False; Challenging; p. 456) 90. Flat organizational structures result from narrow spans of control. (False; Challenging; Exh. 15-3; p. 457) 91. Narrow spans of control can result in lack of supervision, causing performance to suffer. (False; Moderate; p. 457) 92. Having too many people report to you can undermine your effectiveness. (True; Easy; p. 457) 93. The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more decentralized the organization. (True; Moderate; p. 458) 94. A decentralized organization is more likely to result in a feeling of alienation by employees than a centralized organization. (False; Challenging; p. 458) 95. There has been a marked trend toward centralized decision making. (False; Moderate; p. 458) 96. Increase in the number of rules and regulations results in increased formalization. (True; Easy; p. 458-459) 97. The greater the formalization, the more input an employee has into how his or her work is done. (False; Challenging; p. 458) 98. Autonomy and formalization are positively related. (False; Moderate; p. 458) Common Organizational Designs 99. The simple structure is flexible and inexpensive to maintain, but the chain of command is often ambiguous. (False; Moderate; p. 460) 100. The strength of the bureaucracy lies in its ability to perform standardized activities. (True; Challenging; p. 461) 101. A major strength of the simple structure is that it easily adapts to any size organization. (False; Challenging; p. 460) 102. The simple structure is risky. (True; Challenging; p. 460) 103. Standardization is the key that underlies the simple structure. (False; Easy; p. 460) 104. The matrix structure is characterized by highly routine operating tasks achieved through specialization. (False; Challenging; p. 461) 105. A major weakness of the bureaucracy is that it creates sub-unit conflicts. (False; Moderate; p. 462) 106. The bureaucracy is efficient only as long as employees confront problems that they have previously encountered. (True; Easy; p. 462) 107. A structure that creates dual lines of authority and combines functional and product departmentalization is the matrix structure. (True; Easy; p. 462) 108. The strength of the bureaucracy is its ability to facilitate coordination when the organization has complex and interdependent activities. (False; Moderate; p. 462) 109. The matrix structure facilitates the allocation of specialists. (True; Challenging; p. 462) 110. The major disadvantages of the matrix lie is that it creates sub-unit conflicts and that functional unit goals can override the organizational goals. (False; Challenging; p. 463) New Design Options 111. The team structure breaks down department barriers and decentralizes decision making. (True; Moderate; p. 463-464) 112. Often the team structure complements what is typically a bureaucracy. (True; Moderate; p. 464) 113. The primary characteristics of the virtual organization are that it breaks down department barriers and decentralizes decision. (False; Moderate; p. 463-464) 114. You have decided to hire a small shop to do all your duplicating and printing. This is an example of outsourcing. (True; Moderate; p. 465) 115. The matrix organization is also called the network or modular organization. (False; Challenging; p. 464) 116. The major advantage to the virtual organization is its flexibility. (True; Easy; p. 466) 117. The virtual organization is effective in obtaining organizational stability. (False; Moderate; p. 465-466) 118. Jack Welch coined the term virtual organization. (False; Easy; p. 466) 119. An organization that seeks to eliminate the chain of command is a boundaryless organization. (True; Easy; p. 466) 120. Status and rank are minimized in the borderless organization. (False; Challenging; p. 466) 121. Globalization is easier in a borderless organization. (False; Challenging; p. 466) 122. The technological thread that makes the boundaryless organization possible is networked computers. (True; Moderate; p. 468) Why Do Structures Differ? 123. The organic structure is characterized by extensive departmentalization, high formalization, a limited information network, and centralization. (False; Easy; p. 468) 124. The boundaryless organization is an example of the organic model of organizational design. (True; Easy; p. 468) 125. Mechanistic structures are high in formalization. (True; Easy; p. 468) 126. Mechanistic structures have high participation in decision making. (False; Moderate; p. 468) 127. Strategy does not impact an organizations structure. (False; Easy; p. 469) 128. An innovation strategy works well only for the simple structure. (False; Moderate; p. 469) 129. An organization that controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product pursues a price-minimization strategy. (False; Moderate; p. 469) 130. An innovation strategy seeks to quickly move into new products or new markets after their viability has been proven. (False; Moderate; p. 469) 131. Size affects structure at a decreasing rate. (True; Challenging; p. 470) 132. Adding 500 employees to an organization that has only 300 members is likely to result in a shift toward a more organic structure. (False; Challenging; p. 470) 133. Technology refers to how an organization transfers its inputs into outputs. (True; Moderate; p. 470) 134. The three key dimensions to an organizations environment have been found to be: capacity, complexity, and technology. (False; Challenging; p. 472) 135. The environment of an organization needs to be assessed in terms of capacity, which is the degree of heterogeneity and concentration among environmental elements. (False; Challenging; p. 472) 136. The more scarce, dynamic, and complex the environment, the more organic a structure should be. (True; Challenging; p. 472) Organizational Designs and Employee Behavior 137. Research supports the notion that employees prefer an organic structure. (False; Moderate; p. 474) 138. The evidence generally indicates that work specialization contributes positively to productivity. (True; Easy; p. 473) 139. A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance. (True; Moderate; p. 474) 140. Organizations that are less centralized have a greater amount of participative decision making. (True; Easy; p. 474) SCENARIO-BASED QUESTIONS Application of: What is Organizational Structure? Consultants Exceptional has hired you to develop training materials for their consultants. Your first assignment is to develop a training program that helps their consultants to analyze and understand the organizational structure of the company that they are assisting. They believe that in order to adequately evaluate and understand the company, they need to understand the basic organizational structure. Then they will be able to recommend actions and changes based on that structure. 141. One of the questions you tell the trainees to ask is To what degree are tasks subdivided into separate jobs? This question addresses the issue of: a. formalization. b. work specialization. c. span of control. d. chain of command. (b; Moderate; Exh. 15-1; p. 453) 142. _____ is addressed by asking the question On what basis are jobs grouped together? a. Departmentalization b. Work specialization c. Centralization and decentralization d. Formalization (a; Challenging; Exh. 15-1; p. 453) 143. You instruct the trainees to ask about the degree of rules and regulations that direct employees and managers. You want to help them understand the: a. chain of command. b. degree of formalization. c. span of control. d. degree of departmentalization. (b; Moderate; Exh. 15-1; p. 453) Application of Departmentalization You have divided the jobs done by your department through work specialization and are now trying to decide how to best group them for efficiency and service to the customer. You are considering whether to group activities by function, product, process, geography, or customer. 144. You have decided that since you are a